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MANAGEMENT THEORIES, ROLES, MOTIVATIONS, AND COMMUNICATION
What is an airport manager?A Leader of People
What is a theory?A general body of assumptions and principles used to describe a particular set of facts or some observed phenomenon.
Classical Approach
What are the three primary classical theoriesAdministrative Management TheoryScientific Management TheoryBureaucracy Theory
Fayol’s 14 principlesCentralizationScalar Chain
Scientific Management
Frederick TaylorLillian Glibreth Henry GanttManagers, not workers, should determine how work is to be done
Scientific Management
Frederick W. TaylorThe One Best WayStandardize fair day’s work
Optimum weight of shovel = 22 lbsSubstituting research science rules for rules of thumbScientifically select, train, teach anddevelop employeesProvide detailed instructions and super-vision of each workerPiece-meal pay
Scientific Management
First Lady of Management
Scientific Management
Worked with Taylor at Midvale SteelLater developed Gantt Chart
Show relationship of task to time for projectUsed to great extent on airport construction projectsAdvocated Minimumm
Wage with bonus
Bureaucracy Theory
Division of Labor with highly skilled employees in each positionConsistent organization rules and proceduresHierarchy of authority/chain of commandImpersonality of interpersonal relationships as SOPEmployment/Advancement based on competence (wow what an idea)Means for design/manage large organization – not what we have come to associate Bureaucracy (red tape)
Maximilian Carl Emil Weber
Coined the term “Protestant ethic”which became “work ethic”
Behavioral Approach
Hawthorne Studies 1930’sShift of management theory away from pure mechanistic and economic views of worker motivation and recognition that social relationships could be greater motivator.
Work groups influence individual worker outputSupervisors attention has significant influence on productivity (JM)
Effort begun to have a “happy” workerLater partly refuted – being productive more likely to lead to satisfaction then vice-versa
Management Science Approach
Focus on mathematical modelsArthur D. Little one of the firstDupont developed CPM (1950’s)
Critical Path MethodMost time-consuming set of activities start to finish
US Navy developed PERT (following year)Program Evaluation and Review
Used in engineering, construction, office workflow, and emergency response evaluation
Critical Path Method
Program Evaluation & Review Technique (PERT)
ET: Estimated time, LT: Latest time
Integrative System Approach
Lets integrate the Classical Approach, Behavioral Approach & Management Science Approach and we have
System ApproachSocio-technical systems design approachContingency management approach
Systems Approach
Systems Approach
An airport is a system of interrelated parts that cannot be dealt with separately
Impossible to make a change in one area without potential for creating problem in other areas
System will generally these four basic characteristics
Operate within an environmentComposed of subsystemsHave a central purposeComponents are interrelated
Airports are an “open system”Constantly interact with environment and community
Systems Approach
Social-Technical Systems (STS)Developed by Eric TristDeals with integration of technology & employees within an organizationAn approach to complex organizational work design that recognizes the interaction between people and technology in workplaces.Realized that machines in mining changed social groups of miners which decreased productivity
Eric Trist 1909-1993
http://www.moderntimesworkplace.com/archives/ericbio/ericbiobody/ericbiobody.html
System Approach
Contingency Management Approach“You seen one airport, you seen one airport”(Wizwell)No single best way, “it depends”
Chester Barnard – subordinates assess the legitimacy of a manager’s directives anddecide whether or not to comply based ontheir acceptance of authority.
Usually done without conscious thought
Chester Barnard 1886-1961
Managerial Roles
Roles are characteristics and expected social behaviors of an individual in a particular jobProfessor Henry Mintzberg identified several managerial roles in three categories
InterpersonalFigurehead, leader, liaison
InformationalMonitor, disseminator, spokesperson
Decisional RolesEntrepreneur, disturbance-handler, resource-allocator, negotiator
Role Conflict
Intra-role conflict – different expectations from people (expect manager to have democratic approach vs. directive approach)Inter-role conflict – make choices between conflicting demandsInterpersonal role conflict – two people compete for the same role
Leadership Principles
What is the difference between a manager and a leader?
Leadership – the ability to use skills and strategy to influence behavior, thinking or attitudesManager – influences others by formal position and authority
Who can tell me the faulty 6 leadership trait initially attributed to good leaders
AttractivenessCooperativenessPopularityInterpersonal SkillsSocial ParticipationTact
Leadership Principles
Who can now tell me the six approaches our text describes as having some merit
Leadership by AssumptionLeader Style ApproachLeader Behavior ApproachManagerial Grid ApproachContingency and Situational ApproachPresent Leadership Thought
Leadership Principles
Leadership by AssumptionsDouglas McGregor (1960)
Theory X, Theory YYou make an assumption that leads to management style XYour management style is dictated by the expectations of others
Leadership Principles
Theory X managersAvg. employee dislikes work and will avoid itMost employees must be coerced and closely supervisedMost employees have little ambition and are mostly interested in job securityMost employees avoid responsibilities
Theory Y managersPhysical and mental effort in work is as neutral as play or rest.Most people prefer to exercise self-direction and self-control.People learn, when encouraged, to accept and seek responsibilities.People are interested in displaying imagination, ingenuity and creativity to solve organizational problems
Leadership Principles
W.E. Demingpoor quality & low productivity is due to system , not employee.
William Ouchi Developed Theory ZStresses individual responsibility with collective decision making, slow evolution and promotion, long-term employment, holistic concern for the employee.Employee is capital to be cultivated and developedRespect for authority
Leadership Principles
The three basic leadership styles are:AutocraticDemocraticLaissez-faire
Leadership Behavior ApproachConsider employee-centered vs. tasked-centered
Managerial Grid ApproachCreate grid of Concern for People vs. Concern for Production
Leadership Principles
Managerial Grid ApproachCreate grid of Concern for People vs. Concern for Production
Leadership Principles
Contingency and Situational ApproachesRecognize that one leadership style won’t work for every person, every situation, every time.Consider other factors like flexibility and capabilities of the manager.Leadership situations:
Leader-member relations – the degree to which the group trusts and likes the leaderTask structure – the extend to which the task is ill-defined or well-definedPosition power – formal authority (hire/fire)
Leadership Principles
Paul Hersey and Kenneth Blanchard Employees without self-confidence, matuiryt, training, and motivation need more direct leader styleTheir leader styles are:1. Use delegation2. Use participation and involve the employee3. Sell the idea to the employee4. Provide a highly directive telling style
Paul Hersey
Kenneth Blanchard
Leadership Principles
Present Leadership ThoughtLeadership is the act of getting people to want to do something you think ought to be done.Choose tasks that are enjoyable and challenging
Must know employees abilities well (same approach won’t always work)
Ways to get them to follow1. Pioneering; 2. Enlisting others to share your vision; 3. Empowering others; 4. Acting as a role model; 5. Expressing encouragement and celebrating
Leadership Principles
Pioneering• Look at old situation in new wayEnlisting Others to Share Your
Vision• How can they achieve their
goals by following you • Sincerity• Colorful, expressive language• Conviction expressed positively• Enthusiasm in speaking
Leadership Principles
Empowering OthersGetting people to work togetherTrustDelegation
Role ModelEncouraging Others
Give positive feedback to employees!
Motivation Principles
Content based theoriesEmphasize the needs that motivate people
Processed based theoriesHow do people make choices to satisfy needs
Reinforcement-based theoriesWhen people are rewarded for a particular behavior they tend to repeat it
Motivation Principles
Content TheoriesMaslows hierarchy of NeedsFrederick Herzberg’s two-factor theoryDavid McClellands acquired needs theory
Motivation Principles
Content TheoriesEnables mngt. To understand what motivates others and structure work accordinglyMaslow’s Hierarchy of Needs
Abraham Maslow
rtpscrolls.blogspot.com/2007_02_01_archive.html
Motivational Principles
http://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.htmlhttp://www.upmf-grenoble.fr/emanagement/HTML/Th%E9o%20des%20besoins
Frederick HerzbergFrederick Herzberg
Job enrichment is key to work that motivates employees
Management Principles
Acquired Needs Theory – David McClellandPeople acquire different needs over time as a result of their life experiences Need for achievementNeed for affiliationNeed for power
David McClelland (1917-1998)www.mcclellandmedia.com/psych.html
Process Theories
How employees make choices to satisfy needsEquity Theory
People need, seek, and value fairness in work relationsWhen employee feels under/over balanced they will attempt to restore equity
Path-Goal TheoryManagers responsibility to create clear path towards goals.
Process Theories
Expectancy TheoryMotivation is a function of how much we want therewards offered and whether we think they areattainable.
Victor Vroom
http://mba.yale.edu/mba-e/Faculty/vroom.shtml
Reinforcement Theory
Disregard needs and processRely strictly on observationReward for specific behavior encourages repetitionTiming of reward important. Reward must be administered ASAP after performingOnce behavior set, reward should be intermittent for best results
B.F. Skinner 1904-1990
Ivan Pavlov 1849-1936
ttp://www.infokrieg.tv/images/skinner_000.jpg (picture)http://www.astroline.ro/P_Ivan_Petrovici_Pavlov_60.htmhttp://www.nndb.com/people/656/000087395
Workplace Violence
Appears to hinge on three env. Factors1. Individuals social support system2. Labor market conditions3. Changing societal values
Communication
Transmitting information from one person to another
Info transmittedReceiver aware of transmissionIntended recipient understands it
Through communication leadership occursCommunication Processes
1. Interpersonal2. Small Group3. Organizational
http://www.wordandimage.ch/media/portfolios/corporatelook/images/CL0017%20Communication.j
Communication
Types of communicationOralWrittenNonverbal (not the other two)
Mental filterTotality of all experiences and knowledge from birth to todayProbable cause for miscommunication
Communication
ListeningHearing, understanding, rememberingAcquired skillSearch for meaning
Process of listening1. What the sender means to say;2. What the sender actually does say;3. What the receiver hears;4. What the receiver thinks he or she heard;5. What the receiver says or feeds back to the sender; and6. What the original sender thinks the receiver means to say.
http://www.flickr.com/photos/somesay/213635707
Communication
Noise affect the communication processSocial NoisePsychological NoiseSemantic NoiseSyntactic NoisePhysiological NoisePhysical NoiseEnvironmental conditions
http://www.soundcontrol.tudelft.nl/Pictures/Full%20views/aircraft_noise.h
Communication
Feedback – clarify original messagePositive – Received and understoodNegative – not received and not understoodAmbiguous – not sure
Classes of CommunicationIntrapersonalInterpersonalGroupOrganizationalMass Communication
Communication
Organizations2 or more people coordinating activities to reach goalFor organization to be successful there must be effective organizational communication!
Organizational Communication and Networks
OralFavored by management
Facial ExpressionsTone of Voice (e-mail)Body Language
TimeWriting skills
WrittenPermanent record
Organizational Communication and Networks
Communication DirectionWhat is the Classical Com Direction
vertical (up/down)What is Horizontal Com
between peers/similar authorityDoesn’t carry same level of formality
GrapevineGossip ChainCluster Chain
Conflict Management
Positive Outcomes
Increase motivationIncrease creativityClarify org. problemFocus attentionDev. Interpersonal skillsPromote understandingImprove overall
Negative Outcomes
Emotional distressProductivity lossPoor decision makingDestroy relationships
http://www.intime.uni.edu/Citizenship/themes/single_themes/conflict_resolution/conflict_resolution_whe
Conflict Management
Escalating Trigger Points
Over controlling commentsPerceived putdownsPower play for resourcesOneupmanship
AvoidanceLack of responseAcquiescenceFalse agreement …
Recognizing escalation and avoidance and understanding each party very important in Conflict Management
Conflict Management
Substantive Issues are
Those that deal with disagreements over
PoliciesProceduresDecisionRolesResponsibilitiesResourcesPractices
Emotional Issues deal with
Personal perceptionsFeelings
Conflict Management
Manager recognize/understand role in conflictManager understand intended consequences and outcomesManager evaluates three methods of conflict management
BargainingControllingConfrontation
Next Weeks Assignment
You will need to be very familiar with Module 4 next week as you will get a grade for the in-class work we will do based on it. There will not be time during class to read and understand the information and complete the assignment so make sure you are prepared.
Assignment for today (15 min)
Take out a sheet of paper and put your name on the top cornerThe paper should not be spiral bound – I don’t want all the little chad on the edgeUsing notes from the lecture today write a 15 question test from the material we have covered today
5 true false questions5 fill in the blank questions5 multiple choice questions Provide an answer key on the back